Critical Skills and Knowledge Requirements of IS Professionals: A Joint Academic/Industry Investigation

Lee, Denis M. S.; Trauth, Eileen M.; Farwell, Douglas W.

doi:10.2307/249598

Cited by 629 publications

(495 citation statements)

References 20 publications

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“…First, technological expertise appropriate to the software project is critical to its execution. Second, domain expertise is crucial when interacting with the client and the design team because the focus of software activities centers on the effective application of technology to meet business needs (Lee et al 1995). Third, the literature suggests that maintenance and development projects require different methodological approaches (Swanson and Beath 1990).…”

Section: Task Familiaritymentioning

confidence: 99%

Project Managers' Practical Intelligence and Project Performance in Software Offshore Outsourcing: A Field Study

Langer

Slaughter

Mukhopadhyay

2014

Information Systems Research

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Full terms and conditions of use: http://pubsonline.informs.org/page/terms-and-conditionsThis article may be used only for the purposes of research, teaching, and/or private study. Commercial use or systematic downloading (by robots or other automatic processes) is prohibited without explicit Publisher approval, unless otherwise noted. For more information, contact permissions@informs.org.The Publisher does not warrant or guarantee the article's accuracy, completeness, merchantability, fitness for a particular purpose, or non-infringement. Descriptions of, or references to, products or publications, or inclusion of an advertisement in this article, neither constitutes nor implies a guarantee, endorsement, or support of claims made of that product, publication, or service. Copyright © 2014, INFORMS Please scroll down for article-it is on subsequent pagesINFORMS is the largest professional society in the world for professionals in the fields of operations research, management science, and analytics. For more information on INFORMS, its publications, membership, or meetings visit http://www.informs.org T his study examines the role of project managers' (PM) practical intelligence (PI) in the performance of software offshore outsourcing projects. Based on the extant literature, we conceptualize PI for PMs as their capability to resolve project related work problems, given their long-range and short-range goals; PI is targeted at resolving unexpected and difficult situations, which often cannot be resolved using established processes and frameworks. We then draw on the information processing literature to argue that software offshore outsourcing projects are prone to severe information constraints that lead to unforeseen critical incidents that must be resolved adequately for the projects to succeed. We posit that PMs can use PI to effectively address and resolve such incidents, and therefore the level of PMs' PI positively affects project performance. We further theorize that project complexity and familiarity contribute to its information constraints and the likelihood of critical incidents in a project, thereby moderating the relationship between PMs' PI and project performance. Information Systems ResearchTo evaluate our hypotheses, we analyze longitudinal data collected in an in-depth field study of a leading software vendor organization in India. Our data include project and personnel level archival data on 530 projects completed by 209 PMs. We employ the critical incidents methodology to assess the PI of the PMs who led these projects. Our findings indicate that PMs' PI has a significant and positive impact on project performance. Further, projects with higher complexity or lower familiarity benefit even more from PMs' PI. Our study extends the literatures on project management and outsourcing by conceptualizing and measuring PMs' PI, by theorizing its relationship with project performance, and by positing how that relationship is moderated by project complexity and familiarity. Our study provides unique empir...

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Section: Task Familiaritymentioning

confidence: 99%

Project Managers' Practical Intelligence and Project Performance in Software Offshore Outsourcing: A Field Study

Langer

Slaughter

Mukhopadhyay

2014

Information Systems Research

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“…O conceito de conhecimento compartilhado contempla o conhecimento que os gestores de TI têm sobre os processos de negócios, o conhecimento que os gestores de negócio têm sobre as oportunidades potenciais no uso da TI para aprimorar os processos de suas áreas e o entendimento comum entre esses gestores sobre como a TI pode ser utilizada para melhorar o desempenho dos processos de negócios, respeitando as suas contribuições e desafios particulares (Boynton et al, 1994;Reich & Benbasat, 2000;Bassellier et al, 2003;Bassellier & Bensabat, 2004;Ray et al, 2005). Como tal, o co-nhecimento compartilhado possibilita o desenvolvimento, implantação e efetiva utilização de recursos de TI numa organização e maior eficácia de seus processos (Lee, Trauth & Farwell, 1995;Nelson & Cooprider, 1996;Pee, Kankanhalli & Kim, 2010;Ranganathan & Sethi, 2002). Revisões da literatura sobre o alinhamento entre TI e negócio sugerem que o nível de compartilhamento de conhecimento entre os gestores das áreas de negócio e de TI influencia positivamente o uso estratégico da TI nas empresas e o desempenho acima da média nos seus setores (Moreno Jr. et al, 2009;Preston & Karahanna, 2009;cf.…”

Section: Referencial Teóricounclassified

Conhecimento compartilhado, recursos de TI e desempenho de processos de negócios

Moreno Junior,

Cavazotte,

Arruda

2014

Rev. adm. empres.

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ARTIGOS RESUMOEsta pesquisa investiga os efeitos de recursos e capacidades associados à Tecnologia da Informação (TI), e do conhecimento compartilhado entre gestores das áreas de TI e de negócios, no alinhamento operacional entre essas áreas e, por conseguinte, no desempenho de processos de negócios. O estudo baseia-se em dados coletados nas áreas de TI e de retaguarda (back office) de 39 empresas prestadoras de serviços do Rio de Janeiro. Resultados observados por meio da análise de equações estruturais sugerem que o alinhamento operacional afeta positivamente o desempenho de processos de back office, e este, a satisfação de seus clientes. Embora recursos e capacidades de TI, assim como o compartilhamento de conhecimento, não tenham efeito direto sobre o nível de alinhamento operacional, quanto maior o compartilhamento de conhecimento entre as áreas de TI e de negócio, mais intensa e positiva a associação entre a flexibilidade da infraestrutura de TI e o alinhamento operacional entre as áreas. O artigo discute as implicações teóricas e práticas dessas observações. (1) a influência conjunta de recursos e habilidades técnicas de TI de uma empresa, da flexibilidade de sua infraestrutura de TI, do seu nível de investimento nesse tipo de tecnologia e do compartilhamento de conhecimentos entre gestores das áreas de TI e de negócios no alinhamento operacional entre estas áreas, (2) a influência do grau de alinhamento operacional entre TI e negócio no desempenho de processos organizacionais, conforme percebido pelos gestores desses processos, e (3) a influência do desempenho dos referidos processos na satisfação de seus clientes. PALAVRAS-CHAVE |Como, na maioria das empresas, as áreas de retaguarda (back office) são fortemente dependentes de ferramentas de TI (King, 2003), elas constituem um terreno fértil para a investigação dos tópicos discutidos acima. As áreas de retaguarda executam a maioria das atividades e tarefas de uma empresa, fornecendo apoio às áreas de frente (front office), que têm contato direto com os clientes. Apesar de não ser fonte direta de receita, o back office pode rapidamente dissipar os lucros gerados pelo front office, caso seus processos não alcancem níveis de eficiência e eficácia adequados. Este trabalho, assim, investiga empiricamente as relações anteriormente mencionadas com base em dados coletados nas áreas de TI e de back office de empresas prestadoras de serviços que atuam no Rio de Janeiro. Na próxima seção, apresenta-se brevemente o arcabouço teórico que dá suporte à pesquisa realizada. Em seguida, são desenvolvidas as hipóteses que constituem o modelo proposto e detalhados os procedimentos metodológicos utilizados para testá-lo. Na sequência, apresentam-se os resultados obtidos com os dados coletados, concluindo com uma discussão de suas implicações acadêmicas e gerenciais, limitações do estudo e sugestões para pesquisas futuras. REFERENCIAL TEÓRICOVários construtos associados ao compartilhamento e domínio de conhecimentos e habilidades por parte de profissionais de TI e de negócio...

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“…Our literature review reveals that there are several research gaps. First, prior studies were limited to investigating the types of knowledge and skills needed by IT professionals as a result of evolving changes in IT development, business environment, and the role of IT in an organization (e.g., Benamati et al, 1997;Lee et al, 1995).…”

Section: Introductionmentioning

confidence: 99%

“…Second, although past studies have acknowledged the growing importance of IT-related intellectual and human resources in managing IT activities (e.g., Applegate and Elam, 1992;Lee et al, 1995;Thoms and Pinto, 1999), they provide limited insights on the IT professionals' skills and knowledge needed at different career stages to ensure a match between their job assignments and experiences.…”

Section: Introductionmentioning

confidence: 99%

Experience-based learning of Japanese IT professionals: A qualitative research

Matsuo

Wong

Lai

2008

The Journal of Strategic Information Systems

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Grounded in the Experiential Learning Theory and expertise research, this study examines the processes of experience-based learning, i.e., acquisition of skills and knowledge from direct experience, at different career stages of different types of IT professionals. A qualitative research method was used to compile a series of case studies on the basis of theoretical replication to answer this research inquiry. Semi-structured interviews were conducted with 10 IT consultants and 14 project managers in six Japanese IT firms. Our findings indicate that these different IT professionals have acquired different skills and knowledge from their job experiences at their different career stages. Academic and managerial implications of this study are discussed.

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Critical Skills and Knowledge Requirements of IS Professionals: A Joint Academic/Industry Investigation

Cited by 629 publications

References 20 publications

Project Managers' Practical Intelligence and Project Performance in Software Offshore Outsourcing: A Field Study

Project Managers' Practical Intelligence and Project Performance in Software Offshore Outsourcing: A Field Study

Conhecimento compartilhado, recursos de TI e desempenho de processos de negócios

Experience-based learning of Japanese IT professionals: A qualitative research

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